"Just dare to talk about it."
My name is Isabelle Moirez. I am Director of the "We Care" program, which is the global health and wellness program for the BNP Paribas Group.
How has the perception of mental health evolved at BNP Paribas?
It is now taken into account. I think that's what needs to be emphasized. And the trigger was clearly the health crisis, the COVID crisis in 2020, which exacerbated phenomena such as isolation for many people, and also the mental health of young people, which appeared to be very fragile.
From that moment on, BNP Paribas really launched its health and well-being program and made mental health a priority.
Why is mental health a strategic issue for BNP Paribas?
For several reasons. The first is that having employees who are doing well, who have a well-managed mental load and good mental health, is good for them and their well-being, but it also contributes to the company's efficiency.
The main challenge for companies is that mental health is not an easy topic to discuss in the workplace. It is not easy for an employee to say that they are seeing a psychologist or psychiatrist, that they are receiving treatment or follow-up care, or even that they are using the resources provided by the company. This is the main difficulty we face.
What measures are you putting in place to raise awareness of mental health at BNP Paribas?
The main action we have implemented is to include mental health in a company agreement signed at global level with our social partners. The goal is for 100% of our employees, everywhere in the world, to have access to psychological support and counseling. Today, that rate is 98%, and we aim to reach 100% by the end of 2026.
What impact have these actions had on your teams and your management culture?
There is already a form of freedom of speech. Finally, we are talking about mental health within the company. It's a subject that is becoming a little more open. So that's clearly good news.
The downside is that employees are asking themselves, "But why is the company interested in this topic? Is that really its role? Isn't this ultimately a personal matter?"
We need to combine these two aspects, and that's the whole challenge of this topic in the workplace.
How do you feel about the growing importance of mental health in HR and management discussions at BNP Paribas?
I'm fine with it. I'm fine with the fact that mental health is being talked about today, that it's a slightly more open topic. I also feel a sense of relief, because in the past it was as if we weren't allowed to talk about it.
And I also see it as a form of responsibility. We often talk about CSR, with the S standing for social responsibility, and when it comes to mental health, companies have a real responsibility to address it and take it into consideration for their employees.
What message would you like to convey to your peers or leaders?
To dare to talk about it, to dare to speak freely. We realize the benefits of opening up certain topics. When it comes to mental health, there is a clear need to go for it and not be afraid.
What would be your motto for promoting mental health in the workplace?
Just go for it.
Other HR leaders shared the transformation they are bringing about in their companies. Discover the interviews conducted in 2025, the common dynamics observed, and our recommendations for action in our latest book: Perspectives from 10 HR leaders on mental health.
